Global Head of HR Anna O’Shea discusses the strategies for building a culture of transparent communication and continuous feedback at Strada.
By Debbie Bolla
HRO Today: What’s the biggest challenge you are currently facing and what are your plans to overcome it?
Anna O’Shea: Establishing a new company culture with over 8,000 employees across 33 countries is no easy feat. We had to redesign processes, introduce new elements, and make substantial procedural changes, all while prioritizing employee support and engagement.
To address this, we focused on transparent communication and continuous feedback. We believe in progress over perfection, and it’s crucial that we engage our employees every step of the way. So far, we’ve implemented several initiatives, including regular town halls, pulse surveys, and focus groups to keep everyone informed and involved and this has seen great results. To further ensure the success of our cultural transformation, we are working with an external consultancy that has expertise in this field which has been instrumental in guiding and implementing these initiatives. Looking ahead, I’m excited about the future as we continue to build a strong and unified company culture.
HROT: With the launch of your new brand, how was the employee brand taken into consideration and aligned with it?
O’Shea: Our employees are the heart of our brand and are critical to achieving cultural transformation. This is why we have a “Forward as One” mantra that emphasizes the inclusion of our employees in our journey. Strada’s employees had a say in building the company up—deciding everything from colors and brand elements to the company name and values. We conducted several pulse surveys to understand employee priorities and sentiments, and have used this feedback to shape our action plans. This collaborative approach has fostered a sense of ownership and pride among our workforce, ensuring that our brand evolution is truly a collective effort.
HROT: What role did HR play in the transition of the new C-suite officers (CEO and CFO)?
O’Shea: HR worked closely with our new CEO and CFO to ensure they had a seamless transition into their roles. From the outset, our HR business partners provided tailored support, including regular one-on-one meetings, leadership induction sessions, and strategic guidance on people initiatives tailored to each leader’s focus area. This approach provided them with valuable insights into our business and priorities, enabling them to start making a meaningful impact. They’re now actively engaging with team feedback and collaborating with leaders across the organization, paving the way for a culture that supports our vision for the future.
HROT: What are you currently binging and what are some favorite ways to spend free time?
O’Shea: I love a good story—so that means unwinding to solid TV series like The Morning Show, Succession, and more recently, Bad Sisters, or devouring many books at a time. Lessons in Chemistry by Bonnie Garmus is a favorite of mine as well as Gabrielle Zevin’s Tomorrow, Tomorrow, Tomorrow. Other than that, I enjoy walking my dog before and after work and going to the gym to decompress.
Anna O’Shea is the global head of HR at Strada.